8-1: Two types of visits are provided by the Durham Health Clinic, first-time visits and return visits. Table 8-5 (page 155), provides the processing time for each work station and the available staff hours per week. Determine the production frontiers for this clinic and indicate which station should be expanded to increase the overall capacity of the clinic. Which service station could be reduced? (15 points)
8-2: Durham Health Clinic has a contribution margin of $35 per visit. Calculate the break-even point in visits with fixed costs at $4000, $6500, and $8500 per week. Given this analysis, as a manager, what would you recommend and why? (20 points)
8-3: Durham Health Clinic is considering signing a contract to perform 50 pre-employment physicals per week for a specific corporation. In terms of staff time, a pre-employment physical requires 0.20 hours in Reception/Discharge, 0.45 hours in Nursing and Testing, and 0.20 hours in Medical Examination. By work-station, determine how many work hours per week will be needed to perform these physicals. (15 points)
Chapter 9 Homework
9-1: Alpha Walk-in Clinic operates as a single channel single server system. On Tuesdays, its average arrival rate per hour is 7.0. Analysis indicates that its service rate is 8.5 patients per hour. Using queuing theory describe this service system. What is:
a. The probability that the clinic is idle – no person waiting or being served?
b. The average number of patients in the system?
c. The average time (hours) a patient spends in the system (waiting + service time)?
d. The average number of patients in the queue waiting for service?
e. The average time (hours) a patient spends in the queue waiting?
f. The probability that the patient, upon arrival, must wait?